http://tmng.comRSS feeds for TMNG60http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/473/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=473http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=473&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/473/Default.aspxAs customer care becomes ever more vital to business success, corporate managers face unprecedented challenges when it comes to improving call center performance within budgetary constraints, while avoiding the pitfalls that can undermine well-intended reforms. Thu, 18 Sep 2008 13:52:00 GMTf1397696-738c-4295-afcd-943feb885714:473http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/364/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=364http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=364&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/364/Default.aspxA leading communications service provider launched an initiative to establish a Self-Service Strategy Organization in order to develop and implement its self-service capabilities. The goals of this cross-functional organization include determining the over-arching strategy for interactions between customers and the provider, and guiding the associated development and implementation efforts. This organization was to evaluate business unit requests and prioritize needs on the basis of revenue impact, operational efficiency and customer satisfaction.TMNG NewsThu, 06 Sep 2007 13:07:00 GMTf1397696-738c-4295-afcd-943feb885714:364http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/314/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=314http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=314&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/314/Default.aspxThe utility wanted to launch a new sales channel. As a startup, the company needed contractors rather than full-time employees because of the uncertain future. Yet, the company needed experienced, talented individuals. TMNG Global was asked to negotiate the contract with an external vendor, define the scope of work, and meet any challenges that arose in the course of building the channel.Josephine UkpomaFri, 03 Aug 2007 15:47:00 GMTf1397696-738c-4295-afcd-943feb885714:314http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/248/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=248http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=248&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/248/Default.aspx A Tier 1 broadband provider was named in a class action lawsuit questioning the provider’s disconnect and win-back telephone strategies and related policies and procedures. The potential loss to the client as a result of the lawsuit was several million dollars. The provider wanted an independent party to determine whether it was meeting best-practice standards in its disconnect and win-back call centers, thus certifying that the provider was not engaging in fraudulent telephone practices. The provider’s law firm retained us to assist the client in the class-action lawsuit by reviewing its call center policies and procedures.Josephine UkpomaThu, 14 Jun 2007 20:22:00 GMTf1397696-738c-4295-afcd-943feb885714:248http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/168/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=168http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=168&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/168/Default.aspxCustomer experience has become an important differentiator in the battle for market share. This client’s growing portfolio of acquired businesses had resulted in a highly fragmented customer experience that could not scale economically to the mid-market, where the battle was intensifying. The client sought to improve and streamline their customer experience process and enhance its scalability.TMNG NewsMon, 19 Mar 2007 19:33:00 GMTf1397696-738c-4295-afcd-943feb885714:168http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/40/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=40http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=40&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/40/Default.aspxThe marketing group of a major telecommunications company’s business services division was charged with developing metrics that would measure customer satisfaction/loyalty and operational performance from a customer perspective as well as a ‘dashboard’ that upper management could use to stay briefed on the overall results. The focus of the project was to identify the key performance measures that were leading indicators of increased customer retention, growth in wallet share and improved product mix.TMNG NewsWed, 14 Mar 2007 19:29:00 GMTf1397696-738c-4295-afcd-943feb885714:40http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/165/Default.aspx#Comments1http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=165http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=165&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/165/Default.aspxA leading communication service provider’s Billing Lifecycle Management Group initiated a project to define a segment-based billing strategy and implementation plan to improve customer experience and reduce cost. TMNG was engaged to evaluate strengths and weaknesses of billing capabilities relative to the business requirements of consumer, small/medium business and enterprise customer segments. Tue, 13 Mar 2007 16:40:00 GMTf1397696-738c-4295-afcd-943feb885714:165http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/36/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=36http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=36&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/36/Default.aspxThe client’s residential telemarketing unit was not meeting its outbound hourly conversion rates and its inbound unit was not maximizing its conversion potential. The client was also aware that other inbound telemarketing service bureau operations and those of its competitors had higher inbound conversion rates and lower cost per contact than their centers.  They were also using several service bureaus for outbound telemarketing campaigns, which also had a higher hourly conversion rate than did the client and were working at less cost per contact. The client asked TMNG Global for help in addressing these problems.TMNG NewsTue, 17 Oct 2006 20:18:00 GMTf1397696-738c-4295-afcd-943feb885714:36http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/42/Default.aspx#Comments1http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=42http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=42&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/42/Default.aspxA large communications service provider, serving primarily Tier 2 and Tier 3 markets, was dissatisfied with its service delivery performance and wanted to know what it could do to improve customer signups and retention.  The company had a competitive service package and was positioned in markets where its value proposition would pose a significant challenge to other service providers. It was well focused on the business sector with a strong understanding of what customers wanted from a service provider. Yet the company was not hitting its performance targets with regard to operational efficiency, customer satisfaction and financial growth. TMNG NewsTue, 17 Oct 2006 15:26:00 GMTf1397696-738c-4295-afcd-943feb885714:42